Module Details
Module Code: |
MGMT H3321 |
Module Title:
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Organisational Behaviour
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Title:
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Organisational Behaviour
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Module Level:: |
7 |
Module Coordinator: |
Martin Meagher
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Module Author:: |
Anne O'Connor
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Module Description: |
The aim of this module is to give students an integrated overview of organizational management specifically the manner in which individual, group and organizational variables interconnect. It aims to encourage a deeper level of awareness of the organizational factors and management processes influencing behavior and performance of people at work. Furthermore, the module aims to demonstrate the practical relevance of Organisational Behaviour theories to managers.The purpose of the studyof OB is deemed to be the provision of the understanding of human behaviour in organisations .
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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Learning Outcome Description |
LO1 |
Assess the OB model and implications for managers |
LO2 |
Identify and explain key personality and motivational, and group theories |
LO3 |
Assess key leadership theories and their relevance to creating effective teams. |
LO4 |
Evaluate the complexity of the management of change and explain the sources of stress and resistance to change. |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is recommended before enrolment in this module.
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules listed |
Additional Requisite Information
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No Co Requisites listed
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Indicative Content |
Introduction to the Organisational Behavior Model (5%)
What is Organizational Behaviour?
The importance of the study of Organisational Behaviour
Management as an integrating activity
Developing a contingency model of OB: productivity, satisfaction, absenteeism, turnover.
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Personality and Values in OB (15%)
How is personality determined?
The Big Five personality traits and links to OB
The MBTI personality framework
Holland’s personality-job fit theory
The importance of emotional intelligence in work performance.
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Managerial applications of motivational concepts (20%)
Towards a definition of motivation
Contrast hierarchy of needs theory; Theory x and Theory Y, ERG Theory, McClelland’s needs theory of motivation
Applications of equity and expectancy theory
Goal-setting and MBO
Employee recognition programmes, skill-based plans, flexible benefits
Implications for managers of motivational theories – an integrated approach.
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The dynamics of group behaviour and team effectiveness (15%)
Tuckman’s model of group formation
Gersick’s punctuated-equilibrium model
A model of group behavior
How to create effective teams.
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Trait,behavioural and contingency models of leadership (20%)
The ‘great man’ theory, limitations of the early trait theories
Ohio, Michigan behavioural studies of leadership
The Blake Mouton leadership grid
Fiedler’s contingency model of leadership
The SLT theory
LMX leadership theory.
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Contemporary research in leadership (5%)
Transactional v. transformational leadership
Charismatic leadership
The requirements for leaders in a changing world
Contemporary theories – a return to trait theories?
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Work design and motivation (5%)
Technology in the workplace
The Job Characteristics Model
Work design options
Work-life balance.
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Organisational Change and Stress Management (10%)
What is stress?
Forces for change: economic recession, technology, multi-culture environment
Individual and organizational sources of resistance to change
Managing resistance to change
Lewin’s process model of change management
Kotter’s eight step plan
DxVxF is > R; Gleicher's formula
A model of stress: potential sources, consequences and individual differences
A model of organizational stress management.
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Selection tools and performance evaluation (5%)
Interview, advantages and disadvantages
Assessment Centres
Written tests
Performance evaluation, pitfalls and how to improve evaluations
Career management and interview technique.
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Module Content & Assessment
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Assessment Breakdown | % |
Continuous Assessment | 50.00% |
End of Module Formal Examination | 50.00% |
AssessmentsFull Time
End of Module Formal Examination |
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SETU Carlow Campus reserves the right to alter the nature and timings of assessment
Module Workload
Workload: Full Time |
Workload Type |
Workload Category |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
Lecture |
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Contact |
No Description |
Every Week |
3.00 |
3 |
Independent Learning |
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Non Contact |
No Description |
Every Week |
4.00 |
4 |
Total Weekly Contact Hours |
3.00 |
Workload: Part Time |
Workload Type |
Workload Category |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
Lecture |
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Contact |
No Description |
Every Week |
1.50 |
1.5 |
Independent Learning Time |
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Non Contact |
No Description |
Every Week |
4.50 |
4.5 |
Total Weekly Contact Hours |
1.50 |
Module Resources
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Recommended Book Resources |
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Robbins, S., Judge, T.,. (2012), Organizational Behaviour, 15th. Prentice Hall.
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Jackson N., and Carter, P.. (2007), Rethinking Organisation Behaviour: A Poststrucuralist Framework, Publisher.
| Supplementary Book Resources |
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Moorehead, G., Griffin, R.. (2004), Organizational Behaviour, 7th edition. Houghton Mifflin.
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Morley, M., Moore, S., Heraty, N., et al. (2004), Principles of Organisational Behaviour, An Irish Text, Gill &Macmillian.
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Mullins, L.. (2010), Management and Organisational Behaviour, Prentice Hall.
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Handy, C. (1993), Understanding Organisations, Penguin.
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Warr, P. (2002), Psychology at Work, Penguin.
| Recommended Article/Paper Resources |
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The Academy of Management Review.
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Journal of Organisational Behaviour.
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Human Relations.
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Organisation Science.
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Journal of Management Inquiry.
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Journal of Vocational Behaviour.
| This module does not have any other resources |
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